evolving to be lean!. what is lean? lean is a growth strategy lean is a growth strategy
TRANSCRIPT
Evolving to be
LEAN!
What is LEAN?
LEAN is a growth strategy
What is LEAN?
LEAN is a growth strategy
A process improvement approach that seeks to
eliminate non-value added activities or waste
What is LEAN?
LEAN is a growth strategy
A process improvement approach that seeks to
eliminate non-value added activities or waste
An opportunity for continuous improvement
What is LEAN?
LEAN is a growth strategy
A process improvement approach that seeks to
eliminate non-value added activities or waste
An opportunity for continuous improvement
Customer-focused
What is LEAN?
LEAN is a growth strategy
A process improvement approach that seeks to eliminate
non-value added activities or waste
An opportunity for continuous improvement
Customer-focused
builds institutional knowledge
LEAN/Kaizen
Is it Kaizen or is it Lean?
“Kaizen” combines two Japanese words
Kaizen events often involve value stream mapping…
…which: develops a visual of the process flow, from
start to finish & helps to identify waste
LEAN strategies
LEAN has the flexibility to be as little or as big as you want it to be…
Focuses on the Seven Wastes + 1
1. Transportation2. Overproduction3. Motion4. Defects5. Waiting Time6. Inventory7. Processing8. Environmental
Identifies & Engages the Customer
Each process analysis is framed through the eyes of
the customer
The opportunity is there to invite the customers to
Lean event to provide valuable input building trust
and satisfaction of being “heard”
Value steam Mapping (VSM)
Let Value Flow to Customer
Value customer
• Remove impediments
• Silos
• Unnecessary meetings, documents, approvals
• Error correction loops
• Poor hand off between tasks, waiting time
• Firefighting
• Improve balancing of priorities
Flows to
Standardize Work
Develop standardized work to reduce waste,
especially the need for review and oversight
Establish routine for work to be performed
Develop baseline for future improvements
Improve quality performance through
repeatability
Avoid overproduction
Avoid “reinventing the wheel”
KPI’s Key Performance Indicators
0
20
40
60
80
100
120
C urrent P roces s F uture P roces s
Waiting
T rans portation
Neces s ary
No V alueAdded
V alue Added
Implementation
Observations
Critical need – Management support
Be ready to accept recommendations be fully engaged- allow change
Involve staff to get buy-in
Acknowledge the work of the Team and Team Leader
What’s happening at CTDOT & the State of Connecticut
• Started LEAN in the beginning of 2012 at CTDOT…First LEAN was our State Traffic Commission– Legislatively removed the Commission – Created an Administrative approval process for the
simple requests– Reduced our response time for others to 60 days
or less
FUTURE STATE PER VSM
18
Type of Process Current # of Processes
Future# of Processes
Value added = Green 15 10
No Value Added = Red 9 0
No Value Added but Necessary = Yellow
30 1
Waiting = Purple 10 1
Transport = Blue 17 2
Total 81 14
% REDUCTION IN THE NUMBER OF TOTAL STEPS =
83%
UCONN Bioscience Center & Jackson Labs
“the “ new LEAN review …resulted in both a thorough and timely review ”
“The responsiveness andProfessionalism of Department Staff throughout has been Simply extraordinary.”
LEAN at CTDOT
• FHWA Project close-outs • DOT Environmental Permitting • Right-of-Way Acquisition • DBE Process• Livery Permitting• Encroachment Permits• Contracts & consultant agreements• Construction Time Overages
LEAN DOT & with our Partners
• DOT/DEEP Permitting• IT Procurement• Consultant Selection• DOT Internal Procurement*• Invoice Processing/Payment*• Allotment Process*• Addenda Process*
LEAN goes Statewide
• Legislation passed to have DOT, DECD, DEEP and DAS identify and document best practices to state organizational, processes and programmatic approaches utilized in the permitting, enforcement and regulation of business entities.
• A Statewide Steering Committee was formed and is actively coordinating statewide LEAN events with the Governor Malloy’s support.
Nexus beyond good business
• LEAN practices coincide nicely with Asset Management & Performance Measures
• LEAN fits in the Every Day Counts model• LEAN grows your organization so more can get
done well & helps to capture institutional knowledge
• It may fit your legislatures wish list too and help leverage support and dollars
Thank you
Cheryl Malerba, Chief of Staff, Director of Management & Technology Services, EEO &CSO
Connecticut Department of [email protected]
860-594-3607